Problem Formulation and Identification
December 13, 2010
Problem Formulation and Identification
Complications are part of the decision-making process and vary from organization to organization. Our team intends to investigate and observe the decision-making process that is most prevalent in their organization. We will do this by comparing and contrasting the problem identification and formulation styles in the organizations. Last we will discuss the strengths and weaknesses of each style as well as the most favorable aspects of each style. Team Organizations
Hector’s organizations decision-making process uses a tool called POAM (Plan of action and Milestone). Internal and External stakeholders gather in meetings and discuss plans, actions, time constraints, and execution methods. Internal stakeholders include superintendents from various codes (departments) like Production, Nuclear, Planning, Manpower, and Training. Planning involves meetings, strategies, and logistics. Upper management dictates actions by laying out deadlines, Availabilities, Processes, Rules and regulations, Instructions, Lessons learned from past projects, and Priorities. The Milestone is how we remind our people to uphold integrity, customer service, Quality, professionalism and our mission, which is "We Fix Ships". Felita’s organizations decision-making process uses a process that goes from the situation, options, choose, act, and evaluate. The internal stakeholders like the managers, their managers, and the executives meet and discuss what internal and external stakeholders’ desire for one another. The topics of discussion are making more profit, what the organization and the customers need, and how to make plans happen. Planning may be done by the groups of management, but the executives make the final decisions on what actions will be taken and how they will be. Dionne’s organizations decision-making process occurs when there is a discovery of a problem and then discussed with managers. These meetings are usually held between the service technicians and the service manager. This meeting allows all of the technicians to add any information that may help to bring the problem to the forefront as other technicians may have run into the problem before. After the meeting with the technicians, the service manager discusses the problem with the sales manager. This internal stakeholders’ discussion allows the external stakeholders, the clients, obtain the best solution because it was a team effort to solve the problem. The external stakeholders, such as creditors will benefit because the sales will increase and result in profits and the ability to make their payments on time.
Kimberly’s organization seems to use techniques very similar to a technique called The Kepner-Tregoe approach. This style developed by Charles H. Kepner and Benjamin B. Tregoe. Kimberly’s organization uses the after-the -fact problem identification style. They wait until things happen or do not happen and then they can see what the problem is. This way, they know what does work and what does not work to succeed in the future. It involves five steps of identification. The steps are results analysis, activity-interaction analysis, resource analysis, environmental analysis, and decision analysis. First the deviations from the goals and expectations are determined. Then they figure out what the inadequate activities and conducts are that cause these deviations. In the resource analysis, one labels the deficiencies of the resources. Discovered next, if there are any, are environmental constraints or threats. In the end, it is determined what or who needs to stay or go. They figure out what is not working and get rid of it. They move or relieve certain employees of their duties and put people in a more productive position or release them altogether. This includes situational...
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